Lean Organization Research Articles

Remote kaizen events: a response to COVID-19 and the new normal

Kaizen events are an important part of lean programmes. Traditionally, these events bring a small team to work together over a 3-to-5-day period with a facilitator. This paper explores how these events can be run remotely. We ask: What are the impacts and challenges posed by COVID-19 on kaizen events? What would you need to change in their design and deployment to run them successfully remotely? Could remote kaizens be the way forward for firms with advanced Lean in place? These RQs are investigated in a multi-method approach with multi-national construction technology group Hilti. We found, after readjustment, that it was possible to run successful kaizen events on a global basis with remote facilitation. The cost of running the events was lower due to the savings in travel, they provided a better work-life balance for facilitators, allowed for a more expert work teams although events did involve a greater preparation time. The cost-saving results were as good as or better than physical events. However, the events often felt worse for the participants raising questions about future success. Even so, within the advanced Lean Hilti organisations remote kaizen events will be the de facto new normal standard going forward.

How does artificial intelligence impact employees’ engagement in lean organisations?

Driven by the digital transformation currently pursued by organisations, artificial intelligence (AI) applications have become more frequent. Nevertheless, its impact on employees’ behaviors and attitudes is still poorly known. As employees’ engagement (EE) is a key element for a successful Lean Production (LP) implementation, there is the need to understand such AI’s implications on EE in this scenario. This paper aims to investigate the impact of AI on EE in lean organisations. We performed a qualitative-empirical approach in which we first interviewed twelve academic experts to grasp the investigated problem. Then, we conducted a multi-case study in manufacturing organisations undergoing a LP implementation to refine such understanding based on the observation of real-world evidence. Identifying commonalities between these stages allowed the formulation of propositions for future theory testing and validation. Findings indicate that AI may positively impact EE dimensions (physical, cognitive, and emotional) in human-centred work environments, such as lean organisations, although not at the same extent. Results also suggest that employees’ psychological conditions (safety, meaningfulness, and availability) are positively affected by the relationship between AI and EE. The demystification of AI’s effect on EE helps practitioners anticipate potential issues that can impair the LP implementation in the Fourth Industrial Revolution era.

Research on the impact and mechanisms of lean management on the green development of traditional small and micro manufacturing enterprises

AbstractTo achieve the “dual carbon” goals, manufacturing businesses must pursue green development. Compared to larger enterprises, the path towards green development is fraught with difficulties for the numerous traditional small and micro manufacturing enterprises. Lean thinking offers new solutions to the pain points and challenges of green development for these enterprises. However, existing research primarily focuses on large enterprises, with limited studies on traditional small and micro manufacturing enterprises; moreover, the conclusions on lean green development remain contentious and fail to effectively guide these enterprises through their green development bottlenecks. Therefore, this paper constructs a lean green development mechanism model for traditional small and micro manufacturing enterprises based on the grounded theory research method and the “resource‐behavior‐performance” model. It validates the model with empirical data from 333 traditional small manufacturing enterprises in China. The results show that in the actual development process of traditional small and micro enterprises, implementing lean organization and lean production significantly improves environmental performance, but the impact on economic performance is complex. Additionally, the influence of lean strategies on green development performance is not significant, not fully realizing their potential guiding role. Further in‐depth analysis of traditional small and micro manufacturing enterprises with a mature level of lean management reveals that as the level of lean management improves, the guiding effect of lean strategies begins to emerge; both lean organization and production have a significantly positive impact on economic performance. The findings are theoretically and practically significant for overcoming the green development challenges faced by traditional small and micro manufacturing enterprises, help to broaden the research scope of lean green development, and provide decision‐making and theoretical support for promoting the seamless implementation of lean green development in the traditional manufacturing sector.

Moderating effect of dynamic capabilities on the relationship between lean practices and operational performance

PurposeThe view that dynamic capabilities theory can help explain how lean organizations improve has been put forward by scholars. However, there is still a lack of research on the matching relationship between the application of lean practice and the internal elements of enterprise organization from the perspective of dynamic capabilities. The purpose of this study is to validate the moderating effect of dynamic capabilities on the relationship between lean practices and operational performance.Design/methodology/approachThis study used the method of survey and empirical research to collect sample data from 263 enterprises in China. Through literature review, this study put forward the moderating hypotheses around dynamic capabilities, lean practices and operation performance and used the method of regression analysis to validate these hypotheses.FindingsThe results showed that dynamic capabilities have a partially moderating effect on the application of lean practices. Specifically, dynamic capabilities have a significant moderating effect on the relationship between just-in-time, total quality management, total preventive maintenance and operational performance, while dynamic capabilities have no significant moderating effect on the relationship between human resource management and operational performance.Originality/valueThe research conclusion complements and enriches the lean practices literature from the perspective of dynamic capabilities. Existing studies mainly focus on the moderating role of external environmental factors, while there is a lack of empirical research on the role of dynamic capabilities in lean practices literature. The research results will help enterprises further understand the matching relationship between lean practices and dynamic capabilities and then improve the success of lean practices application.

APPLICATION OF THE DIBR II – ROUGH MABAC DECISION-MAKING MODEL FOR RANKING METHODS AND TECHNIQUES OF LEAN ORGANIZATION SYSTEMS MANAGEMENT IN THE PROCESS OF TECHNICAL MAINTENANCE

This paper presents a multi-criteria decision-making model based on the application of two methods, DIBR II and MABAC. The DIBR II method was used to define weight coefficients. The MABAC method was used to rank alternatives, and it was applied in a rough environment. Four experts were engaged in defining the criteria and alternatives as well as in the relation of criteria. The model was applied for ranking the methods and techniques of Lean organization systems management in the maintenance of technical systems of special purposes. At the end of the application was conducted a sensitivity analysis which proved the stability of the obtained results.

Comparison of lean cellular manufacturing organization models: Multiple case study analysis

Comparison of lean cellular manufacturing organization models: Multiple case study analysis

Digital culture for lean & agile organization

Digital culture in an organization is the relationship between employees and the use of technology. Embracing digital has now become a mandate for any organization to be successful and it is imperative especially for lean organizations to develop a digital & data mindset to remain competitive in the marketplace. Digital tools help organizations save time and money while improving communication, driving productivity, recruiting top talent, giving employees the ability to work from anywhere, providing information that can influence business decisions, and more. The paper identifies four major components that can help make digital transformation a success in lean & agile Organizations. A top down approach, strategy over technology mindset, a culture that encourages innovation, risk taking and optimizing operational processes are the most important elements that can drive digital transformation. Additionally, upskilling employees & encouraging them to take ownership of their growth lies at the core of making a digital culture sustainable. A case study of initiatives by several companies toward digital transformation has been discussed to design the best possible strategy that can drive digital culture in lean & agile organizations. Executive support, removing the concept of silos, breaking the stereotype around failure & risk aversion are a few of the factors that have been identified.

Applying a process-centric approach to the digitalization of operations in manufacturing companies: a case study

This research aims to explore how digital technology can enhance productivity in manufacturing firms through the application of lean methodology and Industry 4.0. While previous studies have been primarily theoretical, digital technologies have the potential to improve efficiency in lean organizations. The research develops a practical and effective digitalization framework for manufacturing firms to improve operational efficiency. The proposed framework recommends a step-by-step approach to implementing digital technologies and fostering a culture of digital innovation. The framework will be tested in a real-world manufacturing setting to provide industry practitioners with empirical evidence to support and guide its implementation. The study first focuses on the literature review of Lean Manufacturing, Industry 4.0, and their connection. The methodology adopted for the research is then discussed, followed by the case study. The study concludes that a culture of digital innovation is critical for digitalization success. The study recommends that companies adopt the proposed framework to increase operational efficiency, reduce waste, and gain a competitive advantage. This study provides a practical framework for manufacturing firms to implement digital technologies and improve operational efficiency. The proposed framework is designed to be adaptable and can be customized to meet specific organizational needs. The study highlights the importance of a digital innovation culture and recommends a step-by-step approach to implementing digital technologies in manufacturing firms.

Constituent performance management ingredients necessary to gauge the performance of a lean manufacturing organisation

Constituent performance management ingredients necessary to gauge the performance of a lean manufacturing organisation

Sustaining lean changes: the influence and significance of different change sustainability factors in maturing lean change programmes

PurposePrevious research has identified factors that enable lean change to be sustained. What remains unknown is how the interaction effects amongst these factors vary as lean change programmes mature. When are particular factors at their most influential?Design/methodology/approachUsing a data and investigator triangulated qualitative research strategy, this paper tests an a priori model of change sustainability factors. In phase one, the research reveals the influence and significance of the model's change sustainability factors within 13 manufacturers. In phase two, four factors (Leadership, Political, Individual and Managerial) were selected for in-depth case study analyses in three manufacturers.FindingsThese point to when in the lean change, certain factors have the most influence on its sustainability. The Leadership factor and political factor are essential at the beginning and remain influential throughout. Employees' individual commitment (Individual factor) is significant in sustaining the change but it is at its most influential in the later stages. The Managerial factor (management approach) is influential in the mature stages of the programme.Practical implicationsRecognising where to put maximum focus during a lean change programme as it matures is crucial for management.Originality/valueSustaining lean change has not been studied from the perspective of what factors need to be emphasised at different stages in the programme for successful maturity to occur. Through empirical validation, this study helps address this knowledge gap.Quick value overviewInteresting because – Researchers have found that the majority of lean implementations fail – changes to structures and working practices are made only to see the gains dissipate. Previous research has suggested that multiple factors including leadership, culture and politics influence the change towards a lean organisation. While studies have shown that such factors play a role, what has not been studied is the time, that is, when the factors influence the change process. This study investigated when 11 factors have the most influence on lean implementation. Theoretical value – The study extends the state-of-the-art understanding of implementation of lean in organisations by adding a time element. It is found that in order to have a change that is sustainable, that is, lasting at least 18 months, factors that indicate the importance to the organisation are influential during the entire implementation process. This includes how central the change is to the organisation, the influence of leadership that sets vision and goals, and the implementation methods. Factors that can set things in motion such as the influence of important stakeholders are important at the beginning of the implementation process but then decline in influence over time. While factors that seem to have to do more with how companies operate have less influence at the start but become more influential over time. These include employees' commitment, the managerial style and approach, the organisational policies and structure, and the organisational culture. Practical value – Introducing lean into an organisation and gaining its sustained benefits is often not successful. While factors have previously been identified that influence the success of lean implementation, this study provides additional practical insight. It helps manufacturers be more effective by pinpointing which factors should be focused on during the various stages of the implementation process.

Characteristics of multi-cycle two-phase pulse detonation waves traveling near the lean combustion limit

The need for high combustion efficiency in two-phase pulse detonation engines necessitates the implementation of a lean combustion concept. However, there have been no research initiatives attempting to conduct two-phase pulse detonation in a lean combustion environment due to the highly sensitive nature of the deflagration-to-detonation transition toward the reactivity of the reactant composition. The present study explores methods to realize lean combustion organization in two-phase pulse detonation through the incorporation of secondary air injection. Valveless pulse detonation operation based on gasoline was carried out, while the frequency varies from 20 to 100 Hz. The initiation and propagation characteristics of the pulse detonation wave are influenced first by the equivalence ratio of the detonation initiation section and then by the equivalence ratio of the detonation propagation section. Furthermore, secondary air injection enabled a reduction in the minimum global equivalence ratio for the stable operation of multi-cycle two-phase pulse detonation waves to 0.38, while maintaining an 80% detonation rate.

How has social media been affecting problem-solving in organizations undergoing Lean Production implementation? A multi-case study

This paper investigates the impact of social media utilization on problem-solving routines in organizations undergoing Lean Production (LP) implementation. A multi-case study was conducted in three firms from different sectors with distinct maturity levels of LP implementation. Empirical evidence was collected through complementary ways, such as semi-structured interviews, secondary data, and in loco non-participant observation. Data were then analyzed and triangulated, leading to propositions on the effects of social media on problem-solving activities in lean organizations. This research was grounded on the concepts of Information Manipulation Theory. Our findings suggest that, while social media may contribute to the amount of information that is shared for solving problems, the relevance and the level of details of such information may be shallow, overburdening the help chain mechanisms and generating wastes like overprocessing. The identification of the impact of social media on problem-solving activities enables a better comprehension of how new information and communication technologies can promote (or impair) the intra- and inter-organizational links. It also helps identify improvement opportunities in integrating social media into problem-solving routines, resulting in more responsive and competitive organizations.

The role of lean organizations management in achieving quality educational services

Agility has an important role in many organizations، so the management of agile organizations as a role in improving the changing quality / education services، which in turn is reflected in the development of the organization and making it agile in a rapidly growing environment، so this research focused on clarifying the role of organization management. Agile in improving the quality of educational service، and the answer to it is aimed at clarifying the intellectual mplications and theoretical and practical philosophy of these variables (agile organizations management، educational service quality). This research falls into two main sections: The first section included the research methodology، and theoretical approaches to the research variables and its dimensions، and the second section presented the practical framework for the research hypotheses، as well as its conclusions and recommendations. The "research sample" was epresented by a group of teachers and students in public and private secondary schools in Tikrit، by testing the relationships of influence and correlation between the research variables (management of agile organizations، quality of educational service)، The descriptive analytical method was adopted، as well as the selection of a sample of teachers and students، numbering (93) students، by adopting a questionnaire as a measurement tool، and the data was processed through the statistical program (SPSS:21) to prove the validity of the research hypotheses. agile organization management، educational service quality)، And the use of the correlation coefficient and the coefficient of determination as statistical methods، and the most prominent conclusions reached by the research in the theoretical and field framework، the most important of which was the presence of a positive moral correlation between the management of the agile organizations combined and the quality of the educational service for schools the research sample in terms of its variables according to the value of the relationship The total level. And based on conclusions، among which the research، the research presented some of the recommendations، the most important of which is the necessity for schools to pay attention to the subject of agility، by carrying out the implementation of agile administrative procedures so that each step adds value to achieve quality. Educational service and through performance its educational operations without failures or malfunctions.

Framework for Integrating Lean Thinking with Industry 4.0: Way Ahead for Entrepreneurs in Indian MSME’s

This research aims to facilitate micro, small and medium enterprises (MSMEs) in integrating lean thinking with Industry 4.0 principles. Qualitative and quantitative data are collected through personal interaction and online surveys of industry professionals. The findings empirically validate and establish the supporting role and importance of lean thinking (principles and techniques) in achieving the Industry 4.0 guiding principle. Text/verbatim analysis indicates positive sentiments on facets like strength, benefits, challenges and training needs of a lean organisation in its transition to Industry 4.0. The framework provides a theoretical base for lean integration with Industry 4.0. The developed framework can be practically deployed in any MSMEs. It can guide entrepreneurs, managers, industry professionals and consultants in their strategic decision-making to implement lean synergistically with Industry 4.0 principles. The framework developed is unique in integrating lean with the principles of Industry 4.0 and would help Indian MSMEs optimise resources for achieving organisational excellence.

Lean daily management in healthcare: origins, practices, and associations with lean leadership and lean sustainability

This exploratory study investigates daily management (DM), a common phenomenon in healthcare and other organisations that embrace lean philosophy. Although some sources consider DM a critical component in Lean, as a research topic DM has received scant attention. This paper gives an overview of DM – its origins and components – and reviews the literature to explore DM practices in healthcare. It also investigates associations between DM and ‘lean leadership’ (LL), and between DM and the sustainability of Lean. The premise for the study is that DM is a critical component of Lean, more fundamental to lean practice and philosophy than has been acknowledged by scholars. The findings of the study reveal substantial commonality in the DM practices of lean healthcare organizations. They also indicate an association between DM practices with concepts and behaviors associated with LL, and an association between DM practices and critical factors for lean sustainability and long-term success. An implication of the findings is that DM, though formerly overlooked in research, is a critical component to lean success and sustainability. The paper contributes to the literature on Lean by expanding an area somewhat ignored by scholars and offers practical implications and research opportunities for managers and scholars.

Framing and Managing Lean Organizations in the New Economy

Framing and Managing Lean Organizations in the New Economy

Human centred lean – introducing the people value stream

PurposeThe focus of lean has increasingly moved from a tools-based to a systems-based approach with particular emphasis on people. However, a conceptual framework for this is lacking. The people value stream concept provides a starting point for further discussion, research and practical application in this area.Design/methodology/approachIn this conceptual paper, the author draws on their extensive experience with lean through 30 years of researching, leading and consulting in lean transformations.FindingsThe people value stream concept is presented together with a series of theoretical, practical and social implications for its application. These include: a rethinking of the role of executives in lean organisations; the importance of people and their experience of work; how the issue of wasted human potential might be addressed; how lean can further evolve; how, in addition to products, people can be made the focus in lean; and how pull and flow can be applied to the people value stream, including what competencies, learning and development, behaviours, accountability, social support and mental and physical wellbeing, are required or should be provided to employees throughout their careers.Originality/valueThis paper widens the existing discussion of people within lean. To the best of the author’s knowledge, for the first time in an academic paper, it discusses this within a lean context by proposing a conceptual people value stream model.

Smart Organisations: A New Relationship between Organisations and Individuals in the Digital Age

In recent years, there has been a tendency among some companies and businesses to increasingly transform themselves into virtual organisations where barriers of time and space are overcome and where work is no longer constrained by traditional concepts of working in factories or offices. Technological developments and the adoption of digital platforms such as Yammer, Zoom, Slack, Cisco Webex, only to name but a few, are revolutionising the very concept of organisations, considered now as virtual entities, technologically advanced and without borders. The emergence of new technologies in an increasingly digital knowledge-based economy makes working flexibly possible. People can work anywhere and at any time (Hu, 2019), and each employee can work ‘alone but together’ (Spinuzzi, 2012). Smart organisations represent that organisational model that seems to be more suitable to face these challenges and continuous changes. These lean and extremely flexible organisations are characterised by new operational and functioning mechanisms and are based on elements such as keys, people and technologies that interact with each other constantly and continuously with dynamism, flexibility and speed. It is possible to consider “[…] smart organizations as an open and complex socio-technical system, together with the aspirations, behaviours and values of internal individuals” (Bednar and Welch, 2020: 290). In light of a socio-technical perspective, the need therefore emerges to adopt new lean and flexible organisations capable of dynamically integrating technical systems (i.e., advanced digital technologies) and social systems (i.e., people, culture, objectives, procedures and structures; see Imran et al., 2021) in order to be more competitive and achieve better performance.

Complementarity of Management Control Mechanisms in a Lean Organization: The Effect of Consensus

This study aims to examine the complementarity effect of lean management control mechanisms (lean performance measurement, employee empowerment, visual control, standard operating procedures, and peer pressures) on company performance (operations and financial performance). Besides, this study also tests whether the consensus on lean thinking has affected the relationship between the lean management control mechanisms and the company’s performance. The data is collected by survey with 159 managers from manufacturing companies. The data is then analyzed using the AMOS-SEM and shows that lean management control mechanisms work complementary to increase operation and financial performance in lean manufacturing companies. Furthermore, consensus on lean thinking strategies acts as a moderating variable and positively affects the relationship between lean management control mechanisms and financial performance. This study recommends that lean companies should implement control mechanisms that align with lean thinking. These control mechanisms should be used together to complement each other to maximize the performance benefits that can be derived from lean thinking implementation. In addition, to strengthen the benefits derived from the use of lean control mechanisms, companies need to pay attention to the consensus in implementing lean thinking strategies.

An occupational health and safety management system framework for lean process industries: an interpretive structural modelling approach

Purpose The manufacturing sector has been observing various benefits by the implementation of lean manufacturing practices. However, the manufacturing sector has neglected the significance of health and safety management system implementation. The purpose of this research is to propose and validate an occupational health and safety management systems (OHSMS) framework based on critical success factors and their relationships in the lean manufacturing organizations. Design/methodology/approach A critical literature review was conducted to identify the success factors of OHSMS. Subsequently, a questionnaire survey and semi-structured interviews were conducted with experts from process industries to consolidate the critical success factors. After consolidating the critical success factors, relationships among critical success factors were established with the help of interpretive structural modelling using a team of 12 experts from industry and academia. These established relationships helped in proposing the hierarchical implementation framework. Finally, the validation of the proposed implementation framework was carried out using structural equation modelling (SEM). Findings This study has identified nine broader critical success factors for implementation of OHSMS in lean manufacturing organizations, especially the process industry. Subsequently, this study has proposed an OHSMS framework with nine broader critical success factors to implement in lean manufacturing organizations. Finally, the proposed framework has been validated using SEM with an appropriate sample size. Practical implications This study is helpful to the organizations to implement OHSMS without losing the essence of lean manufacturing strategy. This study has proposed a framework for implementation of OHSMS in the lean manufacturing organizations, especially process industry sector. This study also provided confidence to the organization through the validation of proposed framework in the process industry. Originality/value To the best of the authors’ knowledge, this study is first of its kind in this field of OHSMS in lean manufacturing organizations, especially the process industry. This study has involved both academicians and industry experts to bring more robust outcomes. This study proposed a unique framework to implement OHSMS in lean manufacturing organizations. This study has considered a comprehensive literature to develop a framework for OHSMS in lean manufacturing organizations. An implementation framework was proposed by considering both the academicians’ and industry professionals’ opinions. The proposed framework was statistically validated. This will be helpful in effective implementation of OHSMS strategy in lean manufacturing organizations, especially process industry sector.